Last week I went downhill mountain biking for the first time with some coworkers. I strapped a GoPro to my helmet, and then edited some of the video into a short mountain biking movie. The music is by Silver Screams.

However loaded with superabundant talent, Hamilton was a mass of insecurities that he usually kept well hidden. He always had to fight the residual sadness of the driven man, the unspoken melancholy of the prodigy, the wounds left by his accursed boyhood. Only to John Laurens and Eliza Schuyler did he confide his fears.

The decade of the twenty-teens is an exciting time for employers, and many are taking advantage of a hot new metric for judging the people around them: Culture Fit. But what does that mean to you and your organization? Lots of people have their own ideas, but most of them can be boiled down to a simple mission: Protect the status quo.

Here is one incredible question that will make it clear if you’re interviewing a ticking time bomb that could challenge your staff with new ideas at any moment.

What is one thing you believe that most people do not?

Their answer to this one magical question is everything you need to know. The ideal candidate should be able to separate themselves from the public, without distinguishing themselves from everyone they’re about to work with.

Over the years, I’ve asked this question countless times myself. Here are a few of my favorite answers:

It’s no secret that the secret to a multi-billion dollar valuation is that one lone-wolf rockstar diva of an engineer. A real straight shooter with a penchant for craft beer and a knack for explaining the “technically possible.” If you get that one hire wrong, then the only one joining the billionares of the world will be someone else, and what good is that? This guide will help you make sure that that first engineer is a truly brilliant insufferable bastard.

1. Be Corrected In The Interview

The more obscure the subject is, the better. Someone who truly understands how to build a product that will carry you through all those funding rounds won’t hesitate to quibble over tiny details. If you find yourself in an introductory interview being corrected by a Rails developer on the differences between a L2 and an L3 cache in an Itanium 2, you know for sure that you’ve got yourself a proper first-rate asshole. Hire immediately.

2. Watch Out for Concessions

Phrases like “that’s a good point” or “I hadn’t thought of that” are big red flags. “What do you think?” is the worst of them all. Your first engineer needs to have all of the answers to every problem immediately, with no question left unanswered. Any alternative should be shot down with prejudice immediately. This absolute unwavering certainty will give you confidence when your investors ask why you’re going back for another round.

3. Lights Out!

Your first engineer shouldn’t tolerate having the lights on in their workspace, unless it’s the soothing glow of properly syntax-highlighted JavaScript. The low light will help you obscure your degrading revenue forecasts next time your investors ask for a tour of the office, and the lower power bill might just help you extend your runway for that last crucial hour.

4. Hiring and Firing

Try not to worry about your employee turnover rates. Instead you should be monitoring how much your new employees are learning from the ones who are about to quit. Categorize everyone into the following three buckets:

25%: Senior engineers who are at the end of their rope. These people make up the bulk of your pager rotation, so make sure their salary is as small as you can get away with, to maximize hours worked per dollar spent.

75%: Junior engineers who started last week. They should be onboarded by the first group, so you’re not distracting the last group:

The badass product-shipping code ninja who doesn’t take shit from anyone. Don’t distract this person, there are deadlines at stake.

These categories will be very important once the first group quits, and the second group gets laid off.